Strategic HRM Challenges in the deregulated Hydrocarbon Sector
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Transcript of Strategic HRM Challenges in the deregulated Hydrocarbon Sector
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APMDismantled
APMDismantled
“Strategic HRM Challenges in the deregulated Hydrocarbon Sector”
HRM Scenario Planning 2002-2007
Sh. Nandlal Narayanan & TeamReliance Industries Ltd.Petroleum Division
Presented at HR Round Table organized by ISPe & UPES, Dehradun
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The views expressed in this presentation are the professional & personal views of the presentation team. These are derived from
personal experiences and thoughts. These do not reflect the organization's
philosophy or strategy
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Administered Price MechanismThe evolution
No controls on Petroleum Products Upto 1938
1948 Valued Stock Account Procedure
1939 - 48Oil Companies maintained pool
accounts
1977 APM
2001 Beginning of MDPM
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Impact - Circa 2002Shift of Focus
APM MDPM
Regulator Market
•Uniform Pricing- Price not a pull•Perception around Services, Quality & Quantity - Specific to respective retail outlet• No perceived need for tech up-gradation•Brand and positioning not required
•Differential Pricing - Price Pull•Perception around Services, Quality & Quantity - Specific Service Provider•Need to have strong tech. focus as an enabler•Need to have strong brand & sound positioning
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Elements of BusinessStrategy
Response time
Speed
Emphasis on Service and
customer
Mkt. responsiveness
New value added services
Innovation
Dynamic
Systems
From regulated ambience to - market driven environmentThe Change. .. …...
Think GlobalAct Local
Philosophy
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Augmented Services
Convenience Services
Threshold Services
Time - t
Service
Attitude
The Retail Value ChainHow does one attract the customer in post APM era ?
Y-02 Y-03 Y-04 Y-05 Y-06 Y-07 Y-08
Early bird advantage
Key differentiator
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Degree of Replication
Degree ofImplementation
Low
HighLow
High
Infrastructure
Technology
Service Attitude
Loyalty Programs
Basic Services
The Challenge. . …..
Operational Excellence Mandate for
HR
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The HRM scenario
•Sourcing•Performance Management•Compensation Practices•Training•Policies
Sourcing Quality ●More emphasis on selection of behavioral traits ●Use of innovative assessment and evaluation●Focus on potential
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•Sourcing•Performance Management•Compensation Practices•Training•Policies
●Driving Performance through “Corporate Values”●Customer Driven Measurement
The HRM scenario
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•Sourcing•Performance Management•Compensation Practices•Training•Policies
●Compensation as a performance driver
The HRM scenario
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•Sourcing•Performance Management•Compensation Practices•Training•Policies
● Training for Standardization, Consistency and Reliability●Impact on business is relatively more tangible and quick - Training Evaluation to be done at ‘Result level’.
The HRM scenario
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•Sourcing•Performance Management•Compensation Practices•Training•Policies
●Dynamic as per the business requirement●Facilitative than controlled
The HRM scenario
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Beyond 2007. .. …????
“ What will the major oil company in 2010 look like ? . . . .
. . . . Most likely it will be a highly decentralised company with each of its segments operating as autonomous entities. It will have outsourced as much as 40% of its current activities. It will have fewer employees - perhaps as little as one third of its professional staff of today.”
P.J Carroll. President, Shell Oil Company.
1995
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